Sir bruce keogh biography sampler

He has served on several boards including NHS England. He was knighted for Services to Medicine in He specialises in adult haematology and haematological malignancy, adult leukaemia, lymphoma Hodgkin's and Non-Hodgkin's Lymphoma and myeloma and other non-malignant haematological conditions. The founder of the stem cell transplant unit at UCH, Professor Goldstone is a renowned sir bruce keogh biography sampler in haematological stem cell transplantation.

A Principal Investigator on many leukaemia trials in the UK and internationally, he is strong advocate of evidence-based medicine and believes registries now stand alongside randomised clinical trials as real-world evidence. Professor Goldstone, a former Director of the North London Cancer Network, has published over peer-reviewed papers in haematology and has authored three books.

To opt-out click for more information. Read more. Leading UK clinic to launch Dendrite's comprehensive obesity workflow system. While at UCL he brought the national registries on adult and pediatric cardiac surgery, myocardial infarction, coronary angioplasty and pacemakers into a new National Institute for Cardiovascular Outcomes Research.

His work with Paolo Camici using PET scanning to identify hibernating myocardium in people with heart failure in the mid s helped transform surgery for heart failure worldwide. Keogh has been active on many medical and professional committees. He has been a British Heart Foundation junior research fellow, senior lecturer, member of the Research Grants Committee and Council member.

Given his long-standing interest in measuring and publishing clinical outcomes as a driver for improving quality, in he was asked by Patricia Hewittthen Secretary of State for Health, to assist Tim Kelsey in establishing a new health website, "NHS Choices". Keogh's role was to ensure credible clinical content. As medical director of the NHS —13 he was a director general in the Department of Health where he led the Medical Directorate, which had oversight for clinical policy and strategy in the NHS.

This included the work of the National Clinical Directors and their associated strategies such as those for coronary heart disease, stroke, cancer, respiratory disease, renal disease, liver disease, trauma, and transplantation. Through sponsorship of Medical Education England MEE a product of the Darzi review of the NHS, he had oversight of postgraduate education of doctors, dentists, pharmacists and clinical scientists, but this was superseded by Health Education England HEE in to ensure a balanced and integrated approach to all healthcare professionals.

This set the NHS on a path to electronic health records. He also recommended a National Quality Framework based on clinical metrics. The lack of a national set of clinical outcome and quality measures had impeded progress towards a culture of continuous quality improvement. The second was the need to get the technology right for clinicians who use it.

This review has been credited with refocusing the NHS on quality of care. The principles were simple: Define what is meant by quality, measure it, publish it for everyone to see, reward those who do well, regulate for minimum standards, promote and develop leadership for quality within the NHS and promote research and innovation within the NHS, by drawing on and linking with the best British universities and biotechnology companies in to form academic science networks.

The resultant definition of healthcare quality based on the provision of effective care, safe care and a positive experience became widely accepted and was subsequently enshrined in the Health and Social Care Act Inafter the collapse of the British Association of Medical Managers, he established the Faculty of Medical Leadership and Management under the jurisdiction of the Medical Royal Colleges in order to ensure access to all doctors, not just those in leadership or management positions.

He subsequently asked the Faculty to administer the National Medical Director's Clinical Fellows Scheme which had grown out of the Clinical Advisor Scheme in the Department of Health, thereby ensuring a long-term home for the programme. Following the election of a coalition Government inhe was tasked with making clinical outcomes the currency of NHS business.

In response, his team developed the NHS Outcomes Framework [ 16 ] which was based on the observation that all healthcare systems should do five things well: Firstly, the NHS should stop you dying prematurely from things they could influence through treatment or prevention through immunisations e. Secondly, the NHS should look after you well if you have a long-term medical condition such as diabetes, asthma, arthritis.

Thirdly, the NHS should treat you effectively if you need a short episode of care e. Fourthly, the NHS should treat you well. The experience should be as positive as possible, ranging from participation in decisions about your treatment to decent customer service. Finally, the NHS should treat you safely. All of these are measurable at different levels.

They also dovetail with the definition of quality in the three domains of effectiveness, safety, and experience. He has argued that the role of NHS England is to "turn taxpayers money into good clinical outcomes". Following the Lansley reforms of the NHS, he was appointed National Medical Director in NHS England fromwhere he is responsible for promoting a focus on quality, clinical leadership and innovation.

He put clinicians at the heart of NHS England through the Chief Pharmaceutical, Dental, Scientific and Allied Health Professions officers, a primary care deputy, a medical director for specialised commissioning, regional medical directors and pharmacists, area medical directors, over 20 expert national clinical directors and junior doctors, pharmacists and dentists through the National Medical Director's Clinical Fellowship Scheme.

With the advent of medical revalidation, he became the senior responsible officer for doctors in England. In November Keogh oversaw the publication of around 5, consultant surgeons' mortality and procedure related-complication rates. He warned that a further 2, who did not share this information would face penalties. He also highlighted the need to "focus on clinical metrics that improve quality, in the context of patient safety, patient experience and patient outcomes.

The lack of a national set of clinical outcome and quality measures has slowed progress towards a culture of continuous quality improvement. It has prevented meaningful institutional comparisons and deprived the public of essential information In Keogh led a sir bruce keogh biography sampler taskforce to improve neonatal services. In he co-chaired a review of medical and dental school intakes, with Sir Graeme Cattoon behalf of the Higher Education Funding Council and the Department of Health.

In he was asked by the Secretary of State for Health to investigate the safety of PIP breast implants, [ 24 ] a product of fraudulent quality, but concluded that although they were more likely to rupture than other implants they did not pose significant health risk to women a finding endorsed by a subsequent European report in In Keogh ordered a review of the national quality assurance frameworks and governance for pathology services with the aim of making the process more robust and transparent.

This was prompted by a series of misdiagnoses at Kingsmill Hospital, which had negatively affected the care of a number of women with breast cancer. In he wrote to Jeremy Hunt the Secretary of State for Health recommending changes to the way ambulance response times were monitored in order to ensure the sickest patients received the quickest response.

The recommendations based on a rigorous review of 14 million calls were accepted and implemented. In he led a review for the Independent Healthcare Providers Network aimed at improving clinical governance in independent healthcare providers in the UK. In Keogh was asked by Jeremy HuntSecretary of State for Health, to reassure him that there had been adequate clinical consultation on proposals to reconfigure services in south London.

In Keogh provoked the suspension of children's heart surgery in Leeds just before the Easter weekend, based on evidence from Professor Roger Boyle, the former national heart czar and director of the National Institute for Cardiovascular Outcomes Research, that the mortality rate was 2. Keogh was also concerned that one consultant surgeon was suspended from operating, that the senior consultant was on holiday and that the remaining surgeons were locums.

The hospital could not contradict the mortality figures, so he suggested suspending surgery till the full facts could be verified. It subsequently turned out that Leeds had submitted poor data, 20 times more missing data than any other unit in the country, despite the fact that one of their cardiologists ran the national registry. After Leeds had submitted accurate and complete data, analysis showed that although they still had the highest mortality in the country they were within normal statistical boundaries.

Keogh remained unrepentant, arguing he would rather be remembered for preventing an avoidable disaster and embedding the "precautionary principle" in NHS safety culture, than responsible for not acting on reasonable doubt. He cited examples of "prevarication" at Bristol in the s and Mid Stafforshire in the s when some people argued over data while other people were harmed.

He expressed concern that it would "be used for filling in potholes" as local councils grappled with their priorities and funding cuts. The remark attracted opprobrium from local government and support in equal measure from NHS commentators. He has been a visiting professor at universities in Japan, China and North America. In he delivered the Hunterian Society Oration.

He holds honorary medical doctorates from the universities of Birmingham and Sheffield and Doctorates of Science from the University of Toledo and Coventry University.

Sir bruce keogh biography sampler

On World Thrombosis Day in he received an Outstanding Achievement Award in Parliament from Thrombosis UK for establishing and overseeing a national strategy for reducing venous thromboembolism in hospitals in England. He is consistently ranked as one of the most powerful people in the NHS [ 49 ] and in he was included in the Sunday Times and Debretts [ 50 ] list of Britain's most influential people.

Keogh and wife, Ann Keogh, have been married since they met in medical school. The couple has four sons. Contents move to sidebar hide. Article Talk. Read Edit View history. Tools Tools. Download as PDF Printable version. In other projects. Wikidata item.